Simple Project Management Christin Nevins, Catalyst OC.
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Transcript of Simple Project Management Christin Nevins, Catalyst OC.
Objectives
Summary: Too many projects flounder or stall due to weak project management. Many tools and resources on the market are cumbersome and require special training. This presentation offers simple templates, practical processes, and relationship-centered principles that get results and empower participants to quickly add value to any project.
Objectives: Participants will understand how to start, manage, and end a project with
clear metrics and a focus on relational health . Participants will practice using 4 simple project management tools:
Project Template Project Spider RACI Project Plan Status Meeting Template
Agenda
Topic Duration
Welcome :5 Fundamentals :15 Starting Well :45 Ongoing Project Management :20 Finishing Well :20 Wrap Up :10 Q & A :5
Expectations
Brisk paceYou likely won’t finish any exerciseUse it within a week after the workshop (or
lose it)
Pick a Project
Please pick a project to use for activities during this workshop. Characteristics of a good choice:
It is work-related, and it is happening now or soon.
Success or failure matters.It is challenging to manage.
Is It a Project?
Project Task ProcessDuratio
nFinite, longer
Finite, shorter
Ongoing
People Involved
Many 1 or few Depends
Goals Often competin
g
Simple Depends
Fundamentals
“I’m all alone and fully responsible.”
Project Sponsor role: • Definer of success• Liberator of resources• “Organizational Enzyme”
Project Manager role: • Steward of budget, scope, schedule
Fundamentals
“I’m all alone and fully responsible.”
Project Sponsor role: • Definer of success• Liberator of resources• “Organizational Enzyme”
Project Manager role: • Steward of budget, scope, schedule
Simple Project Management
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Project Charter
Project Spider
RACI Project Plan
Simple Project Management
Project Charter
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Starting Well: Project Charter
Project Charter
project charter - the first project document, intended to clarify project purpose & scope
The importance? It helps the project get a running start, instead of limping off the starting line
Starting Well: Project Charter
Project Charter - TemplateProject Name:
Objective:
Sponsor: PM:
Value Drivers Success Metrics
In-Scope Out-of-Scope
Starting Well: Project Charter
Project Objective
project objective: a short description of what the project will attempt to accomplish
The importance? Helps people quickly understand what the project is
Starting Well: Project Charter
Project Objective - Example
“To provide a healthy meal for the team, to increase productivity & morale today”
Starting Well: Project Charter
Value Drivers
value driver: the must-have elements of the project that significantly contribute to its value
value = [ benefits • P(benefits) ] - [ costs ]
The importance? People wander. They lose sight of what must happen to capture the full value of the project.
focused team
employee satisfaction
employee health
quality food
fast delivery
clear timeline communication
food
tip
consumables
Starting Well: Project Charter
Value Drivers - Example
benefits • P(benefits) - costs
The key? Regular, public review
The importance? Success metrics align actions and communicate priorities.
Starting Well: Project Charter
Success Metrics
Future-State - varies by project
Change Mgt - engagement - commitment - understanding - retention - satisfaction
Project - schedule - scope - budget
Starting Well: Project Charter
Success Metrics - Example
Project Team eating by 11:45am Total project cost <$115
Change Management Nobody quits today 100% of team members get some choice
Future State Team rates food quality >4 out of 5 (avg) RDA saturated fat <40% for each employee
Starting Well: Project Charter
Scope
in-scope: the work that must be delivered for the project to achieve its objective
out-of-scope: work that will intentionally not be done on the project
The importance? Just because you can do it, doesn’t mean you should.
Starting Well: Project Charter
Scope Example
In-Scope Research Deciding on Restaurant Ordering Food Setting Table Distribution of Food
Out-of-Scope Drinks (BYO) Dessert Plan for leftovers
Starting Well: Project Charter
Project Charter - ExampleProject Name: Operation GoodMeal
Objective: To provide a healthy meal for the team, to increase productivity & morale
Sponsor: Boss Hog PM: Christin
Value Drivers Success Metrics
In-Scope Research, Deciding on Restaurant, Ordering Food, Setting Table, Distribution of Food
Out-of-Scope Drinks (BYO), Dessert, Plan for leftovers
B: focused team, employee…P(b): quality food, fast delivery…C: food, tip, consumables
P: Team eating by 11:45am, …CM: Nobody quits today, …FS: Team rates food quality >4 …
Starting Well: Project Charter
So… what do I do with it?
Align with the Project Sponsor on all its elements & get Project Sponsor approval
Show it to all new project team members
Use it as the starting point for negotiating scope changes
Starting Well: Project Charter
Key Take-Aways
Focus on value drivers; all else is a distraction
Publicize success metrics regularlyNarrow the scope to focus on value
driversTake the Charter for a walk to
increase engagement
Activity Purpose: To get a head start on chartering (or re-chartering) your project.
1. Fill out the worksheet. 2. Pair up and debrief.
Charter Worksheet
Starting Well: Project Charter
Activity
Project Charter
Project Spider
RACI Project Plan
Simple Project Management
Project Spider
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Starting Well: The Project Spider
The Project Spider
Project Spider: a tool for visually communicating the stakeholders, deliverables, and scope of the project
deliverable: work product created during the project
The importance? People pay more attention to a drawing; they engage with it.
stakeholder
stakeholder
stakeholder
stakeholder
stakeholder
project
project objective
Starting Well: The Project Spider
A Generic Project Spider
Starting Well: The Project Spider
Benefits
Communicates the big pictureDemonstrates complexity and
magnitude to the Project SponsorSparks discussion and engagementHelps set up future work:
Communication PlanTasks for the Project Plan
Starting Well: The Project Spider
How To Use It
Hand draw it on (big) paper and take it for a walk (show it to stakeholders to get their feedback)
Update it whenever necessaryWhen scope changes, use it to
negotiate for resources or time
Starting Well: The Project Spider
Key Take-Aways
Building a Spider is hard work; but worth it
Take the Project Spider for a walk to quickly increase engagement and commitment
Starting Well: The Project Spider
Activity
Activity Purpose: to practice building your Spider
1. Start the worksheet 2. Group debrief
Build-A-Spider
Project Charter
Project Spider
RACI Project Plan
Simple Project Management
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Starting Well: RACI Project Plan
The RACI Model
Action How Many in this Role?
R Responsible Do the task Usually one (but sometimes a few)
A Approver Say it’s good enough One
C Consulted Provide input to Approver Varies (0 to many)
I Informed Get Told about task completion Varies (0 to many)
Starting Well: RACI Project Plan
ExampleTask Responsible Approver Consulted Informed Due
Select restaurant
Christin Christin Team, Boss H
9am
Gather indiv food orders
Christin Christin 10am
Allocate budget
Christin Boss Hogg
10am
Set table Jane Christin 11am
Accept food delivery
Christin Christin Team 1130am
Starting Well: RACI Project Plan
Benefits
Clarity on roles, deliverables, and deadlines
Serves as the “flexible backbone” of ongoing project management efforts & project status communication
Starting Well: RACI Project Plan
How to Use It
Use the Project Spider to generate a reasonable number of tasks & stakeholder roles for those tasks.
Put 1 name only in each “Approver” bucket.
Align with stakeholders on your initial Project Plan.
Track progress weekly, at minimum send a “cut & paste” version via email to the team.
Starting Well: RACI Project Plan
Extra Credit (yeah!)
Task R A C I DueFeb Mar Apr
3 10
17
24
3 10
17
24
31
7 14
21
[Task 1] Christin Christin 2/27
[Task 2] Christin Christin Jane 3/6
[Task 3] ChristinBoss Hogg 3/6
[Task 4] Christin Christin 3/28
[Task 5] Jane ChristinOffice Mgr 4/4
…
Starting Well: RACI Project Plan
Key Take-Aways
Single ApproversThe Project Plan is the primary tool
for ongoing PM communicationsComplexity will paralyze the PM
Starting Well: RACI Project Plan
Activity
Activity Purpose: to get a start on your RACI Project Plan
1. Start filling out the worksheet. 2. Pair up and debrief.
RACI Project Plan Worksheet
Simple Project Management Ongoing Project Management
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Ongoing Project Management: Status Meetings
Status Meetings
status meeting: a regular meeting/call led by the PM, intended to align and engage project team members
The importance? Team members can see the big picture and resolve problems quickly with all key players together.
Ongoing Project Management: Status Meetings
Effective Status Meetings
Regularly ScheduledShort (stand-up)Focused Agenda
New Issues New Risks Old Issues Old Risks Update Project Plan
issue: a current problem with the project
risk: a potential issue
Ongoing Project Management: Status Meetings
Issues Log
Issue OriginatorDate Logged
Plan to Resolve Owner Due Comments
Not enough plates
Jane 4/20 Borrow from cafeteria
Jane 10:30 am
Ongoing Project Management: Status Meetings
Risk Log
Risk Originator Date Logged
Plan to Mitigate Owner Due Comments
Lactose intolerant eater
Bob (PM) 4/20 Ensure milkless options
Bob 9:30 am
Ongoing Project Management: Status Meetings
Key Take-Aways
If you have an Issues Log, Risk Log, and Project Plan (which you should) update them regularly, or no one will take you seriously
Ongoing Project Management: Status Meetings
ACTIVITY
Activity Purpose: to capture some issues and risks on your project.
1. Fill out the worksheet. 2. Pair up and debrief.
Issues & Risks
Simple Project Management Ongoing Project Management
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Ongoing Project Management: XYZ Feedback
Providing Feedback
feedback: an explanation of the impact (both positive and negative) of an individual’s behaviors
The importance? The team counts on the PM to lead (solve performance problems & encourage good work).
Ongoing Project Management: XYZ Feedback
Advantages
Focuses on behaviors and impact, not intentOpens up options Useful in 360 degreesDrives dialogue
Intent ≠ Impact
Ongoing Project Management: XYZ Feedback
Example 1
Bob (PM): “Jane, here’s what I think… I overheard you talking to a client about your frustration with me for not buying your team a lunch from St Elmo’s. When you complain to clients about things over which you (and they) have no control, they tend to lose confidence in us. Client satisfaction may suffer as a result. I’d prefer you bring your concerns to me, work with me to find solutions, and not let your frustration and anxiety spill onto our clients. What do you think?”
Ongoing Project Management: XYZ Feedback
Example 2
Team Boss: “Bob, I overheard you talking to Jane and telling her what a great job she did setting the table. Good job.”
Ongoing Project Management: XYZ Feedback
Key Take-Aways
The PM must deal with performance problems-- they won’t get better on their own
The PM is in a great position to reinforce good work
Edify, don’t condescend
Ongoing Project Management: XYZ Feedback
ACTIVITY
Activity Purpose: to practice providing XYZ feedback.
1. Fill out the worksheet.2. Pair up and debrief.
XYZ Feedback Worksheet
Simple Project Management Ongoing Project Management
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Ongoing Project Management: Zen Time
Zen Time
zen time: regularly scheduled periods of reflection and meditation for the PM
The importance? Our intuition helps us avoid big problems.
Simple Project Management
Finishing Well
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Finishing Well: Project Performance Measurement
Project Performance Measurement
project performance measurement: a post-project assessment of a project’s success in achieving its objectives
The importance? Accountability: those entrusted with the organization’s scarce resources should account for their use
Finishing Well: Project Performance Measurement
How to Measure Project Results
Success Metrics (duh)
Data tell a story, but not always a complete story-- can also use:InterviewsQuotesStoriesSurvey text responses
Simple Project Management
Finishing Well
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Finishing Well: Individual Evaluations Individual Evaluations
individual evaluation: a report from the PM on the performance of an individual project team member
The importance? Individuals on the project (and their supervisors) deserve to know how they’ve performed, to help further their professional development
Finishing Well: Individual Evaluations Quick E-Mail Format
Dear Jane Doe’s Supervisor (cc: Jane), Thanks for supporting this important project. I thought you’d be interested in my thoughts on Jane’s performance during the project:What Jane should START doing…What Jane should KEEP doing…What Jane should STOP doing…
Simple Project Management
Finishing Well
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Finishing Well: Formal Closure
Formal Closure - 3 Critical Elements
Sponsor AcceptanceAfter-Action Review (AAR)Closure Communication
Finishing Well: Formal Closure
Sponsor Acceptance
Sponsor acceptance: a formal acceptance of the project’s key deliverables, signifying the completion of the project’s work
The importance? It ain’t over until the Project Sponsor says it’s over.
Finishing Well: Formal Closure
AAR
after-action review (AAR): a meeting led by the PM that captures lessons learned from the project; also allows an opportunity to acknowledge & celebrate
The importance? Allows for emotional closure for project team members. Also helps deepen the individual and organizational learning.
Finishing Well: Formal Closure
Key AAR Elements
Recap of project history (objectives, schedule, staffing)
Review of project performance (using Success Metrics)
Capturing & prioritizing lessons learnedFoodA sappy speech from a leader
(acknowledging and celebrating)A team photo
Finishing Well: Formal Closure
Closure Communication
closure communication: a formal communication from the PM to stakeholders, stating the that project is complete & summarizing the project’s results
The importance? Avoids confusion, creates some buzz
Finishing Well: Formal Closure
Key Take-Aways
Data are great. Data + stories are better.
People gave blood, sweat, and tears to the project. Acknowledge, honor, & edify (build) them.
Speeches only feel cheesy to the speaker.
Wrap Up
Review
Project Charter
Project Spider
RACI Project Plan
Status Meetings
XYZ Feedback
Zen Time
Project Performance Measurement
Individual Evaluations
Formal Closure
step 3
Finishing Well
step 2
Ongoing PM
step 1
Starting Well
Team Dynamics
Wrap Up
Related Workshops
Sustaining Organizational Change
Leading Change
Strategic Change Management
Building Trust
Simple Project Management